system of care for rhode island's children, youth and families

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The DCYF has also made significant strides over the past two years in developing within the agency a stronger atmosphere of culturally competent practice (see Appendix C). However, the agency recognizes and understands that there is still much progress to be made and that achieving cultural competency is a journey, not a destination. The DCYF is strongly encouraged to continue on this journey. 4. $ The DCYF must provide the Regional Offices and Lead Agency-driven Care Networks with the administrative support services necessary for them to succeed. An essential management component for the Ideal System of Care is the capacity within DCYF to effectively support the Regional Offices with their responsibility to administer and manage the Care Networks. This capacity includes expanded analytic, financial, and information management resources for the DCYF. This administrative support function lies within the DCYF Central Office but ensures support to each DCYF region It works most closely with the management, budget, and planning and analysis staff, and incorporates the DCYF’s utilization review functions. 5. $ The DCYF must enhance its research, analysis, and planning capacity to support the Ideal System of Care through the development of the Children’s Services Research and Planning Center (CSRPC). The Children’s Services Research and Planning Center (CSRPC) is composed of a small, centralized group of DCYF staff and external researchers focused on management planning and analysis. This Center works in collaboration with other state agencies to ensure effective interagency planning. This group reports to the DCYF Director. Analysts have demonstrated competence in both data analysis and the clear presentation of complex information. They minimally possess masters’ degrees in fields such as public administration, business administration, social work, social policy, and evaluation to ensure that they have the proper training to conduct analyses and think creatively about structure and process improvement. This group supports the Director, Senior Executive Team, and Regional Directors by completing management, planning, and analysis tasks that continuously assess and improve the Ideal System of Care, including the management of performance measures and strategic plans. The CSRPC coordinates the following activities: ! Analysis of children, youth, and families’ service needs by geographic location ! Mapping current capacity and usage by location ! Developing common regional boundaries for all divisions of DCYF including Child Welfare, Children’s Behavioral Health, and Juvenile Corrections that are mapped to the CPP’s, CMHC’s, LCC's, LEA’s, Comprehensive Strategy Planning Teams, and other key players 24
! Developing and managing a strategic planning process for the Department to implement the design recommendations contained in this report ! Developing and managing a set of management performance measures to help DCYF monitor and report on progress against established targets and to provide an early warning system for problems ! Analyzing the existing budget to develop regional budgets which are adjusted so that the areas of the state where the need is greatest are targeted with service dollars and resources ! Developing RFP's and certification standards for regional lead agencies This internal analytic capacity provides the data necessary to target services and resources, measure outcomes, and lead improvements. The CSRPC is the Senior Executive Team’s resource for validating information and anecdotal reports and supports their ability to consistently focus on strategic plan implementation and performance indicators in the face of a daily barrage of unanticipated events. This office is invaluable to central office and regional managers alike. 6. The DCYF should continue its efforts to reform the RI Training School through the construction of a new facility, the implementation of the Resocialization Model, and the finalization and implementation of a sentencing and sanctioning advisory process for the DCYF to provide the Family Court with more individual and specific assessments and recommendations. Each of these reform components except for the construction of the new facility were identified as recommendations in the report of the Governor’s Task Force on Juvenile Justice Reform 16 . The construction of the new facility is supported by the Governor and the General Assembly provided its’ support through the passage of 2001-R-340 Joint Resolution Approving The Financing Of A New Training School For Youth At The Pastore Center In Cranston. The DCYF is finalizing work with the National Council on Crime and Delinquency (NCCD) in regard to the development of risk assessment and structured decision-making tools which will allow the DCYF to provide more informed recommendations to the Family Court in regard to sentencing decisions. The DCYF is also entering into a contract with the Texas Youth Commission in regard to implementing the Resocialization Model at the Training School. The Resocialization Model provides state of the art assessments of strengths, risks, and needs of juvenile offenders with case plans that emphasize personal responsibility, increase freedom in phases based on achieving individualized measurable goals and objectives, holds youthful offenders accountable for their offenses, and requires youth to demonstrate sustained competencies. 16 Stopping Youth Violence: Rhode Island’s Response to the Crisis Facing Our Youth: Final Report, (July 1997). Providence, RI: Department of Children, Youth and Families. See Recommendation 1, Strategy 1 p. 19; Recommendation 1, Strategy 2, p. 20; Recommendation 1, Strategy 3, p. 20; and Recommendation 3, Strategy 1, p. 27; Recommendation 3, Strategy 2, p. 28. 25
Page 1: TOWARD AN ORGANIZED, IDEAL SYSTEM O
Page 5 and 6: TABLE OF CONTENTS PREFACE..........
Page 7: PREFACE The Ideal System of Care Co
Page 10 and 11: state and local agency resources (s
Page 12 and 13: SYSTEM STRATEGY #6 - RESOURCE MAXIM
Page 14 and 15: works in collaboration with other s
Page 16 and 17: prevention or intervention they nee
Page 18 and 19: services of a particular agency. Ho
Page 20 and 21: Education (RIDE); child abuse preve
Page 23 and 24: CHAPTER 3: STRENGTHENING DCYF AS A
Page 25: c) Regional Directors and their sta
Page 29: agreement has been signed in respon
Page 32 and 33: For non-insurance government fundin
Page 34 and 35: • How to do so without sacrificin
Page 36 and 37: important that the DHS lead state a
Page 39 and 40: CHAPTER 5: WORKFORCE DEVELOPMENT Wo
Page 41 and 42: 2. The Department of Health, the De
Page 43 and 44: CHAPTER 6: PERFORMANCE MEASURES AND
Page 45: Child Welfare, Children’s Behavio
Page 48 and 49: 2. $ The DCYF must designate a key
Page 50 and 51: H) Implement Coordinated Children
Page 52 and 53: I) Transition youth in traditionall
Page 55 and 56: APPENDIX A: IDEAL SYSTEM OF CARE DE
Page 57: APPENDIX B: PRINCIPLES OF FAMILY CE
Page 60 and 61: Each organization has a culture. Th
Page 62 and 63: 2. Self-Awareness: Individuals work
Page 64 and 65: 7. Early identification and interve
Page 66 and 67: APPENDIX F: DCYF FAMILY SERVICE REG
Page 68 and 69: ensure goals and treatment needs ar
Page 70 and 71: 4. Specialized assessments (e.g., c
Page 73 and 74: APPENDIX H: COMPARISON CHART OF LEA
Page 75 and 76: Services Provided Lead Agency Care
Page 77 and 78:
Data Requirements Lead Agency Care
Page 79:
Care Coordination Lead Agency Care
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STAFF RECRUITMENT AND TRAINING ! Fo
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APPENDIX K: PERFORMANCE MEASURES AN
Page 87 and 88:
RECOMMENDATION 1 - Children’s Cab
Page 89 and 90:
Implementation Process (continued)
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The Department of Children, Youth a
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System of Care Performance Measures
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System of Care Performance Measures
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THREE FORMS OF MEASUREMENT Context
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Rhode Island DCYF Child Welfare Per
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PERFORMANCE-BASED STANDARDS FOR JUV
Page 104 and 105:
12) Percent of youth confined for m
Page 106 and 107:
2) Average duration between when yo
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